I’m a firm believer that all the employee engagement, retention and satisfaction issues should be laid at the feet of our managers. Not “Management” with a capital “m” – but lower-case managers – those who do the day-to-day work, responsible for few employees (say – less than 10).
I say that because most managers are caught up in “managing” instead of doing all the other stuff that really drives performance long-term in an organization.
Supervise VS Manage
@wallybock (a fave of mine and someone who should be in your reading list for blogs and Twitter) posted the other day on performance reviews and equated it to how we handle parenting. I too believe raising children is a great analogy for our work as managers in a company. What he wrote that really stood out was:
“Good performance evaluation is frequent, mostly informal, and rooted in supervision.”
It was the last word that got me thinking – and I checked the online dictionary to compare the definition of supervise and the definition of manage. The interesting thing? The root of supervise is all about “vision” – overseeing, watching. The root of manage is about controlling, training.
After viewing these definitions, I believe we’ve got too much management and not enough supervision.
Managers – and I mean you – seek to control the people and the process in order to determine the output.
Supervisors – on the other hand – watch what’s going on and correct as needed.
Go back to the discussion on parenting.
Do you manage your kids or do you supervise them? Do you control them – dictate their behaviors? Or do you supervise them – allow for mistakes and guide them toward ultimate outcomes? And as they grow, do you supervise less? As a manager – do you manage less or more as your team gets more independent? (For the record – I believe most managers – poor ones – end up tightening their grip as employees grow out of their need for “management.”)
Supervision Is Tougher Than Managing
If you have kids, you know that as you loosen your grip on them and allow more free thinking and less supervision, the anxiety grows. From the first day on the school bus, to taking the car to prom, to the first week at college with NO supervision – anxiety is omnipresent. It’s tough to let go and trust.
And if you are a “manager” in your organization, I believe it is tougher to supervise than to manage.
So, take a step back and ask yourself – are you a supervisor or a manager? While the colloquialisms would indicate that manager is higher in the business caste system – I think we’ve got it wrong.
Supervisors are the top of the pyramid – that should come after you learn to manage – not before.
Paul Hebert is Senior Account Executive at WorkStride, Inc, and a writer, speaker and consultant. Paul focuses on helping connect best-in-class incentive technology platform to behaviors you need drive business results through employees, channel partners and consumers.
Using proven motivational theory, behavioral economics and social psychology he has driven extraordinary company performance for his clients. Paul is widely considered an expert on motivation, incentives, and engagement.
Other notable activities:
- Interviewed by the BBC on executive motivation and pay
- Quoted three times in USATODAY as an expert in incentives and channel travel programs
- Published in Loyalty360 magazine
- Writer and founding member of the editorial advisory board at the HRExaminer website
- Contributing author of “Enterprise Engagement: The Textbook: A Roadmap to Achieving Organizational Results Through People”
- Contributing author of 3 books on social media “The Age of Conversation #1, #2, and #3”